Set the optimal cost based on estimated realistic productivity
and adapt the salary package accordingly.

2. Concentrate on the most profitable projects

Give more importance to the marginal effect of a project

Planning is a concurrent process : new projects compete with existing
ones for the use of (limited) resources. As a consequence, a particular
project doesn't necessarily have a positive effect on the entire
portfolio, even if its expected income seems very attractive. That's
why we give more importance to the ' marginal effect ' of a project
than to its income or its theoretical profit.

So, before adding a new project to an existing project portfolio,
we use the following methodology that helps us answer this crucial
question:

Compare the CF forecasts of each of these simulations
to the initial CF forecasts

Reject this project if, at the end of the project,
the cumulated CF has not been increased

As a result, we concentrate solely on the most profitable projects .

3. Anticipate the incidence of recurring problems

Limit risks and produce reliable plans

Anticipate the incidence of recurring problems by using the concept
of risk coefficients . Indeed, risks, such as illnesses, days off,
unplanned tasks, longer tasks, changes, and interruptions are frequent
throughout the life of the plan. These events are so frequent that
we often have statistics on their occurrence . That's why we will
model their occurrence and incorporate their effect into our plans.

By doing so, we'll improve the reliability of the delivery dates
, and certainly the cohesion of the team, the quality of the work
and therefore the profits. Use the concept of risk coefficient. Imagine
the scenarios or contingency plans, be they positive or negative.

4. Win the TTM (Time to Market) battle

Technology Leaders know how crucial mastering time to market (TTM)
is to succeed in a volatile and competitive environment. However,
improving TTM is often linked to compromising quality and thus losing
credibility and market share. That's why preparation and anticipation
are the key words in this battle in which we can assist you.

Preparation. Preparation is about
using tools to achieve the best plan. Tools and features such as
WBS, task requirements, competences, efficiencies, risks, retro-planning,
goals, priorities, resource levelling, concurrent planning, simulations,
KPIs, scorecards, etc.

Anticipation. Anticipation means
imagining the scenarios or contingency plans, be they positive
or negative, which might modify the course of the initial plan.

This will help you prepare to face the possibility that one of these
scenarios has to be played out. Your flexibility will become the
best insurance for winning the TTM battle.

5. Save time to concentrate on your strategic tasks

Because your time is precious, quick responses from your planning
tool are priceless.

Scalability: manage dozens or thousands
of tasks and resources with the same ease

Scheduling: build an optimized
schedule in seconds from short to long-term

Re-planning: take account of progress
and changes and re-plan on the spot

Navigation: find, sort, read or
edit any data in just one or two clicks

Exports: save any kind of data
in a click and use it in other programs

6. Better understand your organization and its environment

Keep track of history

The final state of a plan is the result of events throughout its
life:

The initial construction of the plan

The scenarios you assessed

The simulations you tested

The successive progress statuses

The events that forced you to change course

All these different stages are a piece of the history you need to
keep to help you better understand your organization
and its environment and feed your learning curve. This material is
priceless when you have to share your planning expertise or when
you re-visit a specific moment of the plan and test the relevancy
of alternative working configurations.

Feed your learning curve.

7. Retain and disseminate the best practices

Encourage 'Project Darwinism'

Among the reasons that explain why so many projects fail, one of
the most important is certainly the lack of memory and/or transmission
of previous experience. Don't consider projects in isolation from
others, but calculate their marginal effect

8. Profit from the information your plan holds

Increase your turnover and your profits

Planning is much more than allocating resources to tasks or predicting
project ending dates. Actually, planning can be seen as one of the
most powerful methodologies for performing SWOT analyses. From such
SWOT analyses, you can start elaborating and implementing strategies
not just to reduce costs, but also to increase your turnover and
your profits. What you learn from your planning system will thus
help you set up a large variety of strategies:

Increase turnover (or activity)

Create or find buffer activities

Use buffer resources

Anticipate and counter declines in activity

Anticipate and counter disruptions

Increase profits

Specialize your activities

Specialize your resources

Adapt your pricing dynamically

Adapt third-party agreements

The Author

CEO and founding shareholder of ISC, Frédéric Dufour
is a successful entrepreneur whose life is devoted to conceiving
and developing methodologies and software programs that constantly
improve modern management.

About Intelligent Software Company

Intelligent Software Company has been developing planning solutions
for more than 10 years. They are proud to offer PlanningForce Solutions.